Org Behavior #1
Charactericstics that define a group
(1) Two or more people in social interaction (2) a stable structure (3) common interests or goals, and (4) the individuals perceiving themselves as a group
Hersey and Blanchard's Situational Leadership Model: 3 dimensions
(1) task behavior (2) relationship behavior and (3) level of maturity of the subordinate.
Five Characteristics of an effective communicator
1. Must have a desire to communicate 2. Must have an understanding of how others learn 3. Is appropriately cueing the message as to whether it is informational, requesting a response, seeking a decision, etc. 4. Considers the content, importance, and complexity of the message when determining the manner in which the message is communicated. 5. Considers the time frame associated with the content of the message (long versus short).
Attitude definition
A mind set or tendency to act in a particular way due to both an individual's experience and temperament.
What Is Cultural Competency
A set of congruent behaviors, attitudes and policies that come together in a system, agency or among professionals that enables effective work in cross-cultural situations.
McClelland's Three-Needs Theory
Achievement, power, affiliation
Cognitive Dissonance
Any inconsistency that a person perceives between two or more of one's attitudes or between one's behavior and attitudes
Feedback
Any information that individuals receive about their behavior - One-way communication - Two-way communication
Reference Group
Church, labor union, political person, celebrity
Collaborative leadership
Collaborative Leadership: requires a leader to achieve success by motivating individuals in multiple groups and/or organizations in addition to bringing together and aligning the goals of many stakeholders
Groupthink
Conditions under which efforts to maintain group harmony undermine critical thought and lead to poor decisions by the group.
Democratic definition
Democratic: offers guidance, encourages, and actively participates
Directive Leader
Directive leader: provides employees with a detailed understanding of expectations, a plan and resources - role ambiguity is essential to motivation.
Johari's Window
Disclosure and feedback
Define diversity
Diversity is the full range of human similarities and differences in a group affiliation including gender, race/ethnicity, social class, role within an organization, age, religion, sexual orientation, physical ability, and other group identities
The two common barriers to communication
Environmental and Personal
Barriers to Communication
Environmental barriers - Characteristic of the organization and its environmental setting • Personal barriers - Arise from the nature of individuals and their interaction with others
Positive Reinforcement
Example: give dog a treat for good behavior
Five stages of group development.
Forming, storming, norming, performing, adjourning
Goal-Setting Theory
Goal-Setting Theory: study that determined that participants who were given specific, challenging goals outperformed those who were given vague goals such as "do your best."
Social Perception Subgroups
Halo effect, contrast effect, projection, stereotyping, pygmalion effect, impression management.
Intraorganizational Horizontal Flow communication
Horizontal flow: The sharing of information among peers at similar levels to keep organizational staff informed of all current practices, policies, and procedures.
House's Path-Goal Leadership Theory
House's Path-Goal Leadership Theory: effective leaders provide the path, the support, and resources to assist subordinates in attaining organizational goals.
Social Perception
How an individual "sees" others and how others perceive an individual. Halo effect Contrast effects Projection Stereotyping Pygmalion effect Impression management
Information and Connection Power
Informational and Connection Power: A person who has access to valuable or important information possesses informational power. Connection power is related to who you know, vertically and horizontally, both within and outside the organization.
Satisfaction-Performance Theory
Is the relationship of an employee's performance to job satisfaction. Job satisfaction is related to both absenteeism and turnover which has a direct influence on an entity's effectiveness
Hackman and Oldham's Job characteristics Model
Knowledge and skill, growth needs, satisfaction
Laissez-Faire definition
Laissez-Faire: gives people the knowledge but does not direct or participate in the activities
Fielder's Contingency Theory: Leader Position Power
Leader Position power: The degree of control and influence the leader legitimately possess in dealing with organizational activities (how much support from senior management). Whether punishment or rewarding behavior
Fielder's Contingency Theory: Leader Member Relations
Leader-member relations: measures the cooperation between managers and subordinates.
How attitudes are formed (3 methods)
Learned Modeling Experiences
Legitimate Power
Legitimate Power: authority given to an individual on the basis of a given role or position. Three bases of legitimate power are: culture, social structure, and delegation of power.
Expectancy Theory
M = V x I x E Motivation= Valence x Instramentality x Expectancy. Valence: is the strength of an individual's wants or need for, or dislike of, a particular outcome. Instrumentality: is an individual's perception that his or her performance is related to other outcomes, either positively or negatively. Expectancy: is an individual's perception that his or her effort will positively influence his or her performance.
Motivation definition
Motivation is described as the conscious or unconscious stimulus, incentive, or motives for action toward a goal resulting from psychological or social factors, the factors giving the purpose or direction to behavior
Non-verbal communication definition
Non-verbal communication is sharing information without using words to encode messages
Definition of organizational politics
Organizational politics: the intentional acts of influence to enhance or protect the self-interest of individuals or groups.
Participative Leader
Participative leader: seeks input from a multiplicity of internal sources, including technical core of employees, to assist in the decision making process.
Perception
Perception can be explained as a person's response to a stimuli. Perceptions allow individuals to simplify their worlds by making assumptions based on their own views and experiences.
Personal barriers example
Personal barriers arise from the nature of individuals and their interactions with others. These barriers arise because of an individual's frame of reference or beliefs and values.
Maslow's Hierarchy of Needs Theory and its criticism
Physiological, safety, belonging, esteem, self-actualization. Few proceeding studies support Maslow. The biggest argument is that his pyramid does not work in a tiered or ordered manner
Define: Power
Power has been defined as having behavioral or fate control over the behavior of another. Others have defined power as any force that results in behavior that would not have occurred if the force had not been present. Further, power has been defined as the influence over the beliefs, emotions, and behaviors of people
Goal of org behavior
Predict why individuals and groups behave as they do, and predict how individuals and groups will behave
Three categories of groups
Primary, Secondary, Reference.
Primary Goup
Primary- family, closest friends; has strong influence on person (20 or less)
Define Process theories
Process theories: also referred to as cognitive theories focus on the cognitive processes underlying an individual's level of motivation. It helps explain how an employee's behavior is initiated, redirected, and halted
Referent Power
Referent Power: this power is based on affective regard or attraction. Because one individual desires to be associated with another, that individual will assume attitudes, beliefs, or behaviors displayed of the other. The greater the attraction, the greater the referent power (think of movie stars).
Reward Power
Reward Power: the ability to give rewards, something that holds value to another individual. The individual must perceive that the other person has the ability to reward and value the reward
Describe the communication process
SMCR: Information originates from the sender (S), which is encoded into a message (M) that is forwarded through a selected channel (C) to the designated receiver (R).
Servant leadership
Servant Leadership: focuses on the leader's development through awareness and self-knowledge.
Shotguns definition
Shotguns: individuals who use all tactics but especially assertiveness and higher authority
Social Perception definition.
Social perception is how an individual sees others and how others perceive an individual
Stimulation
Stimulation is a sensing of events or state of being
Supportive Leader
Supportive leader: shows concern for people, empathetic, and creates supportive atmosphere. Great for routine tasks or stressful work.
Tacticians definition
Tacticians: individuals with a high use of reason or rationality, but average use of other tactics
Tactical Reinforcement defintion
Tactics or methods used to reinforce the message
Interpretation
The analysis of that selected information in which a person finds meaning.
Outcome definition
The specific result that an individual wants to achieve
What is organizational behavior
The study of individual and group dynamics within an organization setting.
Taylorism"
The traditional or classical management approach
Feedback definition
The way the message is received and its impact on the individual, team, unit, or organization
McGregor's Theory X and Theory Y
Theory X stresses the importance of strict supervision, external rewards, and penalties: in contrast, Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision
Name the four forms of non-verbal communication
There are four basic forms of nonverbal communication: Proxemics (sitting vs. standing), Kinesics (body language - folding arms), Facial and eye behavior, and paralanguage (voice volume, speech rate, clarity).
How attitudes can be changed
To change a person's attitude, one must need to address to cognitive and emotional components. Do this through providing NEW INFORMATION.
Transformational Leadership
Transformational leadership: directed toward the influence and management of institutional change and innovation through revitalization and vision. Charisma, inspiration, intellectual, and individualized consideration.
What Is a Group?
Two or more people in social interactions A stable structure Common interest or goals The individuals perceive themselves as a group
Verbal communication
Verbal communication may take the form of spoken or written words to share information with others
Blake and Mouton's Managerial (Leadership) Grid
Y axis is a concern for people and X axis is a concern for production. 4 main quadrants with a "middle-of-the-road manager in the middle (5,5). The upper left (1,9) is country club manager (high concern for people and low concern for productivity). (9,9) is team management/ideal manager. (1,1) is impoverished manager. (9,1) is authority-compliance/task manager.
Brainstorming
amount of time given to think of ideas without discussion of feasibility or practicality, gives higher quality ideas because you can think without input
Project teams
are time limited; produce one time outputs; new electronic health record implementation team; draws members from different disciplines together
Nominal group technique
brainstorming technique that is implemented on an individual and nonverbal basis; silence, write down idea, share idea, idea discussion, vote on idea; limits emotional arguments
Tannenbaum and Schmidt's Continuum of Leadership Behavior
continuum ranging from managers making all the decisions and announcing those decisions to the subordinates to managers permitting subordinates to function within defined limits.
Parallel teams
draw members from different work units or jobs to perform functions that the regular organization is not equipped to perform well; used for problem solving
Secondary Group
larger group of people we associate with 1. Work and professional groups 2. Each group influences behavior
Behavior competencies for healthcare leaders
self-awareness, self-motivation, social awareness, social skills
TEAMS
small group of people who are committed to a common purpose; highly defined task; odd number 5 or 7
Four stages of the perception process
stimulation, registration, organization, and interpretation
Delphi technique
used when you are not a subject matter expert, polls experts and then you receive the feedback from the experts on ideas
Garbage can decision making
when you put ideas and solutions in a can separately
Common characteristics of successful teams.
• Clear goals • Defined roles • Open and clear communication • Effective decision making • Balanced participation • Valued diversity ETC.
Four organizational barriers to effective team building.
• Lack of management support • Lak of resources • Lack of leadership • Lack of training
Optimal size of group
• Optimal size level is 5 • Below 5, you will find lack of creativity and inability to make decisions • Above 5, subgroups may form, distracting from the main groups purpose • Above and below 5 can cause frustration among the members and stifle the group's ability to reach its goal
The factors that contribute to or inhibit group cohesiveness
(1) the size of the group - less cohesive as size increases, (2) experience of success by the group - no one wants to stay on a losing team, (3) group status - sense of belonging to a group with a high reputation, and (4) outside threats to the group - affect conformity and performance
Equity Theory
A person evaluates his or her outcome and inputs by comparing them with those of others. It is based on perceived inputs and outcomes of like situations.
Diversity Management
A strategically driven process whose emphasis is on building skills and creating policies that will address the changing demographics of the workforce and patient population."
Informal Group
AKA CLIQUES. Informal leaders- nurses with high clinical competency who are recognized as experts; serves on committees
Definition of upward influence
Upward Influence: employees' influence tactics directed upward at those higher levels in the formal organizational structure
Intraorganizational Upward Flow communication
Upward flow: information provided to managers with the purpose of making decisions, identifying problem areas, collecting data for performance assessments, determining staff morale, and revealing employees thoughts and feelings about the organization. Much of upward flow can be controlled by the culture within an organization and the tools in place for employees to feel safe in communicating with those above them in the organizational structure.
Differences of a virtual team as compared with conventional types of teams
Virtual teams work across space, time, and organizational boundaries through various communication technologies. The primary difference between a conventional team and a virtual team is the dimension of physical space of distance between team members.
6. Seven stages of group decision making.
• Problem definition- • Identify alternatives • Gather information- • Evaluate alternatives- • Make the decision- • Implementation
Tactics to achieve Upward Influence
- Assertiveness: demanding compliance, ordering, setting deadlines, nagging and expressing anger - Ingratiation: praising, politely asking, acting humble, making others feel important - Rationality Tactic: using reason and logic to influence others - Exchange category: offering to help in exchange for reciprocal favors - Upward appeal: behavioral attempts to gain support from superiors within the organization - Coalition formation: attempts to build alliances with others
Difference between potential and kinetic power
- Potential power exists when an individual has the ability to influence but does not use it (e.g. supervisor sitting at her desk completing paperwork, but without staff interaction). - Kinetic power is when the individual actually uses the power to influence (e.g. a supervisor awards a bonus to a subordinate for completing a challenging tasks on time and correctly).
Seven stages of group decision making
- Stage 1 - Problem Definition - Stage 2 - Identify Alternatives - Stage 3 - Gather information - Stage 4 - Evaluate Alternatives - Stage 5 - Make the Decision - Stage 6 - Implementation - Stage 7 - Evaluate the Outcome
Contributions of the early leadership studies at Ohio State and the University of Michigan
- University of Michigan: similar two dimension study on leadership identifying: concern for people vs. concern for production. Productivity is not directly related to employee satisfaction - Ohio State: discovered two independent dimensions of leadership that were consistent: consideration for people and initiating structure.
Intraorganizational Downward Flow communication
Downward flow: Nonverbal and verbal communication from supervisors to their subordinates.
Goal-setting steps
1. Setting the goal: must be S.M.A.R.T. goals. Goals should match the perceptions of the employees (low self-confidence vs. high self-confidence). Goals can be set by both supervisor and subordinate, determined by external sources or benchmarks, or through corresponding to goals of the organization. 2. Obtaining Goal Commitment: managers need to ensure that subordinates will accept and remain committed to the goals. This can be accomplished by appropriate pay and or reward systems that match the perception of goal. 3. Providing Support Elements: managers must ensure employees have adequate resources (training, time, leadership, support, etc.) and limited barriers (alignment of incentives).
Cognitive Resource Theory
A leaders intellectual abilities correlate positively with performance under low stress but negatively under high stress and a leader's experience correlates negatively with performance under low stress but positively under high stress.
Achievement-oriented Leader
Achievement-oriented leader: established stimulating goals and expects a high level of performance of stated goals. Creates an environment of trust where leader acknowledges the workforce's abilities to accomplish organizational goals
Tri-Component Model of Attitudes
Actions, Beleifs, Feelings
How to change an attitude
Address the cognitive and emotional components Provide new information Changing someone's attitudes takes time, effort, and determination!.
Define Content theories
Also referred to as needs theories explain the specific factors that motivate people. The focus is on the assumption that individuals are motivated by the desire to satisfy their inner needs or what drives behavior.
Attribution Theory
An attribution is a casual explanation for an event or behavior. Attributions for these behaviors and outcomes ultimately help to shape emotional and behavioral responses. They are not always an accurate representation of reality.
Why changes in US demographics affect the healthcare industry
An example may include predominately white staff interacting with foreign physicians. Another example includes generational differences between the nursing staff - how to handle the millennials.
Definition of group norms
An implied code of conduct about what is acceptable and unacceptable member behavior.
Reinforcement Theory
An individual's behavior could be redirected through the use of reinforcement. The theory suggests that an employee's behavior will be repeated if it is associated with positive rewards and will not be repeated if it is associated with negative consequences.
Kelley's attribution theory
Attribution theory is concerned with the ways in which people explain (or attribute) the behavior of others. It explores how individuals "attribute" causes to events and how this cognitive perception affects their motivation.
Lewin's Three types of Leaders
Authoritarian, Deocratic, Laissez-Faire
Authoritiarian definition
Authoritarian: uses orders without consultation for directing group activities
Herzberg's Two-Factor Theory (Motivation-Hygiene Theory)
Avoidance of Unpleasantless and Personal Growth. stating "if you want people to do a good job for you, then you must give them a good job to do."
Coercive Power
Coercive Power: is the ability to punish either by administering a punishment or withholding something that an individual needs or wants (avoidance of punishment).
Cognitive Resource Theory Variables
Cognitive Resource Theory: describes how group performance is a construct of complex interaction between (1) two leader traits - intelligence and experience, (2) one type of leader behavior - directive leadership, and (3) two aspects of the leadership situation - interpersonal stress and the nature of the task.
Ways managers develop a power base
Creating a sense of dependency, creating a sense of obligation, Building a reputation as an expert, identification, perceived dependency.
Define cultural competency
Cultural competency is a set of congruent behaviors, attitudes, and policies that come together in a system, agency, or among professionals and that enables effective work in cross-cultural situations. Cultural competency is critical to success when communicating in a diverse healthcare setting
Three types of feedback
Descriptive, evlauative, prescriptive
Intraorganizational Diagonal Flow communication
Diagonal flow: The least common but the channel with the fastest growing importance - example includes the director of nursing asking the data analyst for reports on patient care
Environmental barriers example
Environmental barriers are characteristic of the organization and its environmental setting. Examples include competition for attention and time between senders and receivers (solution: devote adequate time and attention to listening).
Negative Reinforcement
Example: will not require staff to work overtime as a result of new process
Alderfer's ERG theory
Existence, Relatedness, Growth (ERG). Differs from Maslow in that there are no ordering of needs and accounts for differences in need preferences between cultures.
Expert Power
Expert Power: exits when one awards power to another based on their perceived knowledge in a given area. Example: we associated educational levels with power - because someone is an expert in something, they have power in that specific area
Importance of attitudes to understanding behavior
If a person can understand why someone feels a certain way and their history and temperament, it will better predict or explain why someone acts the way they do
Contingency Theories
In contingency theories, the critical component is the situation, not the individual. Contingency is about possessing the knowledge, skills, and abilities to respond to a changing situation. Analyzing and responding to the contingencies that influence leader effectiveness may provide one with the ability to succeed in an ever-changing health care environment.
Fielder's Contingency Theory
Leaders are typically inflexible and are either task oriented or human relations oriented. Leaders are therefore most effective when their style is best matched to the situation.
Difference between leaders and managers
Leaders make people want to achieve an organization's goals and objectives, while managers direct people to accomplish a particular task or objective. A leader inspires with a vision and helps people cope with change whereas a manager simply directs employees and is responsible for results.
Extinction
The removal of an established reinforcement (positive or negative) that was previously used to reinforce an employee's behavior
Task Groups
Task groups include two (a dyad) or more people who are focused on an identified target, a project, or a specific issue or goal.
Fielder's Contingency Theory: Task Structure
Task structure: The extent to which job assignments are clear, standardized, and can be assessed
Hawthorne Studies
The beginning of the human relations/behavioral management movement. is a type of reactivity in which individuals modify or improve an aspect of their behavior in response to their awareness of being observed.
Diversity Definition
The full range of human similarities and differences in group affiliation including gender, race/ethnicity, social class, role within an organization, age, religion, sexual orientation, physical ability, and other group identities."
Messages definition
The key information that staff need to know
Organization
The organization phase is the sorting of that stimuli.
Context definition
The organizational importance of the communication
Definition of Perception
The process by which individuals interpret and organize sensation to produce a meaningful experience of the world. An individual's perception is his/her reality.
Registration
The registration phase is the selection of stimuli within that stimulation based on personal beliefs, experiences, or attitudes.
Formal Group
created by the organization; part of the formal structure
Transformational leaders.....
identify themselves as change agents, exhibit courage, trust people, are value driven, value lifelong learning, possess the capability to face complexity, ambiguity, and uncertainty, and are imaginative, creative, innovative, and visionary.
Most effective form of verbal communication
face-to-face
Three components of attitude
feelings, beliefs, and actions
Least effective form of verbal communication
formal numeric report
